MY SCHOOL - Dr .Nilesh Gopal das Joshi (warren buffett book recommendations TXT) 📗

biasedness in the distribution of rewards, the meritorious employees will be discouraged. Communication:

The communication system of the organisation will also affect the organisational climate. The flow of information, its direction, its dispersement and its type are all important determinants. Proper communication system means that the subordinates are in a position to express their ideas, suggestions and reactions, otherwise they will feel frustrated.

Risk Taking:

How members respond to risks and whose help is sought in situations involving risks are important in any organisation. If individuals feel free to try out new ideas without any fear they will not hesitate in taking risks. Such an atmosphere will be conducive to innovative ideas.

The above dimensions or components are not mutually exclusive, they often overlap each other. The way in which these different dimensions operate an organisation indicates the underlying philosophy of the management.

The following techniques are generally helpful in improving the climate of the organisation:

Effective Communication System:

There should be a two-way communication in the organisation so that the employees know what is going on and react to it. The manager can modify his decision on the basis of feedback received.

Concern for People:

The management should be interested in the human resource development. It should work for the welfare of employees and an improvement in their working conditions. For developing a sound organisational climate, the management should have show concern for the people.

Participative Decision Making:

The management should involve the employees in decision making process, particularly those decisions which are related to goal setting and affect them. Participative decision making will make the employees committed to the organisation and more co­operative also.

Change in Policies, Procedures and Rules:

The organisational climate can also be changed by making changes in the policies, procedures and rules. It is a time consuming process but the changes will also be long lasting if the workers see the changes in policies, procedures and rules as favourable to them.

Technological Changes:

Generally, the workers and employees resist any innovative changes. But where technological changes improve the working conditions of the employees, the change will be easily accepted. Better climate will be there if the management adopts innovative changes in consultation with the employees.

Types of Institutional Climate

Open Climate

It is characterized by teacher relations that are professional, collegial, friendly and committed to the education of students. The principal, management is supportive and professional and does not restrict or direct teachers with orders.

An open climate depicts a situation which has relatively more openness. The teachers, principal and the management are intimate and friendly with one another and they work together without complaints or infighting.

Closed Climate

It represents the opposite to the open climate. It is primarily concerned with the lack of commitment and productivity. There is no commitment particularly on the part of principal and teachers. The school principal tends to be stern and wielding control. As a result, most of the teachers tend to be frustrated and ineffective.

A closed school climate is characterized by teacher relations that are disengaged, distant, suspicious, and not professional. The school principal is directive, restrictive, and not supportive.

Autocratic Climate

Managers use authority to complete the work. Employees live on the subsistence level and depend upon boss. In such an environment employee is inherently distasteful to work and avoid responsibility.

In an autocratic climate, the principal or manager acts as a dictatorship of the members of the group. He actuates and forces both the teachers and students. The principal directs and commands the members. Teachers are expected to follow and execute the commands and not ask for any advice. They should be absolutely obedient and loyal to him/her. Better performance is ensured through fear, threats, punishment and occasional rewards.

Controlled Climate

Importance is given to the completion of tasks and little time is devoted to social life. Teachers appear to be entirely devoted to their work and spend full time on fulfilling them. There is little time available for interaction between each other. Students are also heavily engaged with the tasks and are given little time for extracurricular activities. The principal usually keeps distance from the teachers, students and parents in order to avoid any degree of familiarity. So, controlled climate is characterized by rigid and more complex relationship among the group members and the employees feel as if they are continuously controlled by the manager.

Paternal Climate

In this, the school principal is a hard-working person, but he falls short of having any effects on the staff. There is a degree of approachability between the leaders and teachers. The school principal is full of life and lively, but his management style tends to lean on the autocratic side. Majority of the teachers, students and parents prefer to keep their cautious distance from the leader. So, this is a climate in which the authority of the management is hardly welcomed and approved by the employees.

Familiar Climate

It is described as a sort of ‘laissez-faire’ atmosphere (let them do it). The principal is much interested in maintaining a social atmosphere that favors the fulfillment of any particular task. Thus, a significant number of teachers is not committed to their main task. Most of the students do not take their learning process seriously and some others have hollow excuses to be out of school or to be absent from it (unexcused absences). Most parents are not involved in their children’s education. Here, employees take it as a familiar work space and they will easily be accustomed to the environment.

Supportive, Autonomous or Democratic Climate

In this climate, employees participate in decision making and interact with management in institutional matters. This model of climate believes that employees are self-motivated and have self-direction and control. Democratic climate help employees to fulfill their higher order needs such as esteem and self-actualization. Supportive climate creates conducive environment and best can be extracted from employees. There are no external threats of influences. There is a close relationship between the managers, teachers, students and parents.

This is the most effective work atmosphere where both the management and employees have mutual respect and understanding and cordial relationship. In this climate all the staff feels really motivated to participate in decision making and interact with management in school matters. Maximum energy and efforts of all the staff are directed to contribute significantly for satisfying pre-determined goals and objectives of the educational institution. This model of climate believes that teachers are self-motivated and have self-direction and control.

Characteristics of Democratic Institutional Climate

Complete freedom- All the staff feel free to perform the job with pleasure and satisfaction. Collegiality- Employees like to be in association with others and they keep mutual respect and cordial relationship Mutual Respect- Employees follow manager’s orders with respect. Subordinates work hard and show confidence in their superiors and the manager shows due respect towards employees. Commitment- Employees work happily with commitment and dedication and associate with the organization with a long time. Intimacy- Employees develop a sense of attachment with the organization and they contribute their maximum for the development of the school. Increased job performance- It results in increased job performance and professional motivation among teachers. Co-operation and unity- It improves cooperation and brings unity. Conducive environment- It creates favorable atmosphere among teachers, students, parents etc. to keep the organization healthy and well-functioning. Democratic decision-making- In this climate, decision is made through proper discussion and consultation. All the staff feel really motivated to participate in decision making. Sharing of ideas- It is characterized by co-operative planning, discussion of problems, sharing of ideas and resources and joint attempts to solve the institutional problems. Active Involvement- Entire participation and mutual encouragement is always ensured. Frequent social gathering- there will be frequent social gathering of the staff, students and head of the institution. Diplomacy-The principal is diplomatic and he listens to all the staff members and each member will have equal opportunity to share their views and opinion. Delegation of duties- Duties are delegated appropriately among staff members.

 

Thus, in a democratic Institutional climate, Employees perform the job with pleasure and satisfaction and associate with the organization for a very long time. This keeps the organization healthy. An environment of mutual trust exists.

 

Early Childhood Care & Education identified nine theoretical dimension of organizational climate (oc)

Structure– The feeling that employee have about the degree of ‘structure’ in their organisation, like how many rules & procedure are there, is there red – tapism, whether jobs are clearly defines and logically structured, etc. Responsibility– The perception about degree of autonomy at work reliance on individual’s judgement, problem-solving ability, accepting responsibility for mistakes, etc Rewards– Perceived fairness of the reward and promotions systems, stress on positive rewards than punishments, etc Risks – Emphasis on ting calculated risks, willingness to take a chance on a good idea, etc Warmth – A friendly atmosphere among the people, a relaxed easy going working climate, warm management – workers relationship. Support – Perceived support from authorities, colleagues, etc Standards – perceived high standards for performance in the organization, pressure to improve performance. Conflict –A climate in which conflict is brought up not ignored, openness, regarding speaking out different options. Identity –People feel proud of belonging to the organization and there is personal loyalty to the organization.

 

Factors Influencing Institutional Climate

Organisational climate/institutional climate is a manifestation of the attitudes of organisational members towards the organisation. Researchers have used the data relating to individual perception of organisational properties in identifying organisational climate. Even in this context, there is a great amount of diversity.

Some of the factors affecting Institutional Climate are:

Leadership Style

There is a positive correlation between a good institutional climate and leadership style. In order to increase organizational performance, managers should make use of leadership styles that have already proven their positive impact on the working environment. Autocratic leader creates an autocratic climate whereas a supportive/democratic leader creates a democratic climate.

Institutional Structure and Policies

Most research studies show a strong positive correlation between organizational structure and Institutional climate. The structure of any organization includes organizational constraints, rules and regulations, laws, principles and directions will have influence on its climate. Organizational policy guides how organizations operate.

Managerial Values

Every organization has its own values. These values are communicated to employees through rules, regulations and policies so that they can adapt themselves and modify their behavior. The values held by managers have a strong influence on organizational climate, because values lead to actions and shape decisions.

 

Organizational Size

There is a strong positive correlation between organizational size and institutional climate. Small organizations are responsive and flexible and this guarantees them success. It is more difficult for management in large organizations to give the appropriate amount of attention to its subordinates.

Characteristics of members

The characteristics of members influence Institutional climate. The climate should be friendly, not only between students, but also between teachers.

Economic Conditions

Economic conditions also influences the organizational climate. Economic condition is closely correlated to the physical conditions of the organization. More sound the economic conditions, better the institutional climate.

Individual Responsibility

The responsibility each member feels in an organization is important in deciding its work culture and climate. Most of the research studies show that characteristics of members influence institutional climate since the work climate of an institution is the sum of individual responsibility and characteristics.

Rewards and Motivation

Feelings related to being confident of adequate and appropriate rewards in any organization contributes to the development of its climate.

Risk and Risk Taking

Work climate is also influenced by perceptions of the degree of challenge and risk in the work situation.

Warmth and Support

Feeling of general good fellowship and helpfulness prevailing in the work setting of an institution reflects its work climate and mutual trust and respect among staff members can be developed through proper support.

Tolerance and Conflict

Degree of confidence that the climate can tolerate, differing opinions, contribute to its climate since confidence helps the staff to exhibit maximum efforts.